Several Lessons Should Be Learned

From Departure Of Boynton Manager

April 17, 1994

No one was surprised at J. Scott Miller's resignation as the Boynton Beach city manager. Like most managers in most cities, his position eventually became untenable.

Early in his four years on the job, Miller pulled the city out of the red without increasing taxes later he stumbled. He alienated his bosses, the five city commissioners, by complaining in public they were undermining his authority. He was at odds with several of his employees on the city staff.

Miller's rise and fall was fairly typical among city managers, who tend to be blamed when things go wrong and who usually keep their jobs no longer than baseball managers. At first, he earned accolades for tackling the city deficit of $600,000 through wage freezes and service cuts.

Miller balanced the budget and last year achieved a surplus. He also improved Boynton Beach's weak record on minority hiring and worked hard for downtown renewal.

A year ago, his wheels began falling off. He received tepid ratings for his job performance evidently commissioners want a stronger, more decisive leader.

Recently Miller had assailed commissioners for going behind his back and giving direct orders to his subordinates. This signaled both his anger and the likelihood he was close to nailing down a new job. No city manager who expects to stick around will criticize his bosses in public.

On Monday he quit, accepting a similar job in College Park, Ga., near Atlanta. At 44, Miller will leave this region after four-year stints as city manager in Oakland Park and Boynton Beach.

What lessons should city commissioners draw from his tenure? First, they must learn their own responsibilities and stick to them. Commissioners are to set policy, and the manager carries out their directives.

To circumvent the manager and give direct orders to his subordinates violates the rules of a manager-commissioner form of government. It makes the manager look like a fool to his staff.

Second, the commissioners should tell candidates for the job what they expect, in crystal-clear writing. Everyone involved should know from the start the precise criteria on which the manager will be judged.

It's hard enough to make this form of government work without unnecessary obstacles. The commission should clear the path, making the relationship with the manager as smooth as possible.